KPM 2007 Program Details

Wednesday, October 3

Opening Session

Welcome and Opening
Ramesh ShardaRamesh Sharda, Institute for Research in Information Systems, Oklahoma State University
Professor Sharda will offer a welcome message from OSU administration, faculty, and students. He will also provide a quick overview of projects related to Knowledge Management (KM) and Project Management (PM) at Oklahoma State University.

Educating for the Future: The Challenges and Opportunities of Starting New Academic Programs
William RayWilliam Ray, Vice Provost and Dean, OU Graduate College, Tulsa
Dr. Ray received his B.A. in 1972 from The University of Iowa, majoring in Economics and Mathematics. He earned the M.S. degree in Mathematics in 1972, the M.S. degree in statistics in 1974 and the Ph.D. degree in Mathematics in 1978, all from The University of Iowa. Dr. Ray has been on the faculty at the University of Oklahoma since 1980 where he is currently Dean of the Tulsa Graduate College and Vice Provost for OU-Tulsa. He is the author of a textbook in real analysis and numerous research articles in mathematics.

The Practical Approach to Retaining Organizational Knowledge, Projects Meet Knowledge Management
Chuck TryonChuck Tryon, Tryon and Associates
Organizations of all types and sizes are struggling to address the widening gap between what they must know to thrive and an unprecedented loss of organizational knowledge. New market opportunities and improved technologies create a growing demand for new knowledge. At the same time, seasoned workers are retiring at rates never seen in modern business and finding adequate replacements is becoming more difficult.
A new management discipline, Knowledge Management, has recently emerged with the goal to help organizations recognize, retain and share organizational knowledge. Knowledge Management is dominating discussions in executive suites around the world. Yet for many, this topic remains conceptual and intangible.
In this fresh and innovative presentation, noted speaker, author and seminar leader, Chuck Tryon of Tryon and Associates, identifies two key elements missing from most organizations’ approach to Knowledge Management. One critical component is a formal Knowledge Retention Policy that serves as an inventory of intellectual assets considered valuable to an organization. The other is to utilize naturally occurring projects as key source to harvest refined organizational knowledge, feeding both project and product repositories. These concepts are the result of over twenty-five years of research into implications of the Knowledge Age and a more recent collaboration with Dr. Suliman Hawamdeh, the program director of the Masters of Science in Knowledge Management program at the University of Oklahoma.
This presentation will clearly identify the challenges brought on by the current knowledge drain and how Knowledge Management addresses the problem. Mr. Tryon will then provide very practical advice on how a Knowledge Retention Policy will help you identify areas of organizational risk as well as establish a foundation for knowledge retention. Lastly, Mr. Tryon will offer a number of very tangible steps for you to consider as you implement a Knowledge Management strategy in your rganization.
This presentation is based on a collaboration with Dr. Suliman Hawamdeh, program coordinator of the Master’s of Knowledge Management program at the University of Oklahoma.

Track 1A

Retaining/Transferring Organizational Knowledge at the Tulsa Police Department
Major Paul WilliamsMajor Paul Williams (Tulsa Police Department)
In the fall of 2006, Major Paul Williams and Major Rob Turner of the Tulsa Police Department met with Chuck Tryon, of Tryon and Associates, and Dr. Suliman Hawamdeh of the University of Oklahoma, to discuss an idea—how to capture the knowledge base of the members Tulsa Police Department, and retain that knowledge for future use.
Over the next six months many officers and staff members of the TPD were involved in the creation of what became known as the “Knowledge Retention Policy”. During the course of creating this new policy the members of the TPD discovered that they were doing well in knowledge retention in some areas, but lacked formal documentation of these efforts. However, they also found that other areas lacked any process by which knowledge could be retained—resulting in the potential loss of years of accumulated expertise. The “Knowledge Retention Policy” serves as a basis for organizing and retaining the department’s institutional knowledge, and also acts as a quick reference guide for those inside, and outside, the organization on where to go and who to ask to learn the answers to their questions.

Shari AlexanderPresenting Matters: Highly Effective Knowledge Transfer
Shari' Alexander
Award winning speaker, Sharí Alexander is a highly effective presenter and trainer. Recently named the 2007 High Impact Professional Speaker, her enthusiasm and proven techniques work successfully for executives, seasoned speakers and first time presenters. Sharí is a trained actress and professional speaker. Having studied in London, her expertise includes presentation development, storytelling, voice training, marketing, and training techniques. She shares her proven techniques with anyone who is wanting to improve their speech and presentation skills. In her coaching, Sharí takes her theatrical training and translates it for the busy business professional.
Sharí works with people at all levels. Her clients have been from the professional speaker who speaks to a room of thousands to the nervous marketing representative about to make a critical marketing pitch. Every coaching session is customized to fit your strengths. Whether you are a lawyer wanting to work on opening statements or a professional speaker wanting to WOW your audiences, Sharí has the tools you need. Being effective in your presentation comes from your confidence, preparation, and delivery. Why miss the opportunity to be your best?

Projects and Customer Knowledge : Why Projects Fail or Succeed?
Suliman HawamdehYongMi KimSuliman Hawamdeh, Professor and Program Coordinator
YongMi Kim, University of Oklahoma
Some of the reasons behind project failure include lack of user involvement, poor requirements or understanding of users needs, long or unrealistic time scale, scope creep, lack of coordination and communication among team members, and poor leadership. But the most critical and less obvious reason is the inability to manage project knowledge effectively. Knowledge is scattered and finding the right knowledge at the right time is a time consuming and problematic process leading to poor team performance and project failure. Knowledge management practices such as knowledge transfer, knowledge capture, knowledge retention, knowledge organization, organizational learning, communities of practices, best practices, and lessons learned help institutionalized knowledge in projects. It can also ensure that project knowledge is utilized in a way that contributes to the success of these projects. KM-based project management leverages knowledge management practices and enables organization to minimize knowledge failure. It enables organizations to better manage project life cycle and all the knowledge associated with it.

Project Team Identity: Isolating Windows of Opportunity for Promoting Project Temporal Success
Jeff CrawfordJeff Crawford, University of Tulsa
Project managers are keenly interested in identifying challenges that can hinder project success. The ideas presented during this session will address one important project characteristic, project identity, which serves to encourage a team’s ability to meet pre-defined project deadlines. For this research, a commonly accepted view of group development has been adapted to address the temporal pacing of work activities within a software development project. Specifically, two key windows of opportunity are identified within a project team’s life in which management can act to meaningfully influence a project team’s identity. A fundamental assertion in this research is that teams with a strong project identity are more likely to meet project-related temporal deadlines. Since this research is in the early developmental stage, a portion of the presentation time will be used to gather thoughts and perspectives from audience members.

Track 1B

Stealing Success: Adopting and Adapting Proven Tools to Build PM and PMO Services
Dottie PattonDelinda FitzgeraldDotti Patton, FAA Mike Monroney Aeronautical Center
Delinda Fitzgerald, USPS Headquarters, Washington DC

So, now that you've read the PMBOK and the best selling books on starting and operating a PMO, you want to give your workplace some structure. But where do you begin? And why start from scratch –
especially when the smart project managers have gotten so good at stealing best practices?
In "Stealing Success" Dotti Patton and Delinda Fitzgerald bring you their step-by-step guide for developing a project management support office and will provide real, tangible tools that you can use TODAY.
This fun and entertaining presentation provides proven strategies for "stealing" from the best and adopting and adapting these "shared"goods to your organizational environment.

Searching for Knowledge in the Neighborhood: A Case Study in Community Planning
Shawn SchaeferShawn Schaefer, University of Oklahoma
Shawn Michael Schaefer is Director of the University of Oklahoma Urban Design Studio and a faculty member in the College of Architecture. Founded in 1988, the Urban Design Studio is an outreach program with a three-part mission to train urban design professionals in Architecture, Community Planning and Urban Studies, to further the understanding of the city through research and creative activity and to conduct community service projects benefiting Tulsa and Northeast Oklahoma. The Urban Design Studio is a founding member of the Community Outreach Partnership Center at OU-Tulsa. Professor Schaefer holds professional degrees in Architecture and Urban Design. He is licensed to practice architecture and interior design in the State of Oklahoma. He is board certified by the National Council of Architectural Registration Boards (NCARB) and is a Leadership in Energy and Environmental Design (LEED) accredited professional. He is also a founding Principal of PLACES LLC, an urban design consulting practice.

Earned Schedule: An Emerging Enhancement to Earned Value Management
Walt LipkeWalt Lipke, Creator of Earned Schedule
Earned Schedule (ES) is a method of extracting schedule information from Earned Value Management (EVM) data. The method has been shown to provide reliable schedule indicators and predictors for both early and late finish projects. ES is considered a breakthrough technique to integrated performance management and EVM theory and practice. The method has propagated rapidly and is known to be used as a management tool for software, construction, commercial and defense projects in several countries, including the United States, Australia, United Kingdom, Belgium, and Sweden. The principles of Earned Schedule have been included in the Project Management Institute-College of Performance Management, Practice Standard for Earned Value Management as an “emerging practice.” Presentation participants can expect to gain an understanding of ES, how it is calculated along with the derived schedule performance indicators. Further, participants will have the foundation to perform schedule projections and critical path analysis from a macro-level view, as a supporting method to the detailed bottom-up techniques in use today.

Introduction of Agile
Tina ManghamTina Mangham, Valtech  
Many trends have come and gone in the software development industry, each of which have provided unique perspectives and tools to help aid in managing an IT project. What if you could pick and choose what you needed to help bring your client business value as soon as possible? Agile can help you do that. Agile is more than a new method, it's a mind set. By definition, being "agile" is to "move quickly and lightly" and to "be able to handle change readily". While there are many different "flavors" of Agile in use today (i.e. XP, RUP, etc.), none of these really tell you how to lead an Agile project. This presentation will cover a brief history of the emergence of Agile in the software industry and introduce you to some of the methods that can be utilized to manage your software project.
Also, Ms. Mangham will announce the formation of an Oklahoma Chapter of the Agile Project Leadership Network (APLN).

Group Session

Managing Knowledge in the Project Environment
Taverekere SrikantaiahTaverekere (Kanti) Srikantaiah, Director and Professor, Center for Knowledge Management, Dominican University
Every year, hundreds and thousands of projects are initiated and completed all over the world both in public sectors and in private sectors. All these projects have one thing in common: knowledge. In any project environment, knowledge is power—but only if it is readily accessible, organized, analyzed, and disseminated to meet the project needs. Knowledge in projects, focuses on the proper access and delivery methods for explicit knowledge on the desktop and also concentrates on tacit knowledge unknown and unavailable to most people in projects. Recently, organizations are beginning to realize that capitalizing on projects and project knowledge is an effective way to meet their goals and objectives. Every project is unique with start and end dates, detailed project plan, budget, schedule, human resources, and deliverables and all these areas contain a high volume of rich knowledge. Knowledge is created and flows through all nine project knowledge areas identified by PMBOK Guide (namely: Project Integration Management; Project Scope Management; Project Time Management; Project Cost Management; Project Quality Management; Project Communications Management; Project Risk Management; and Project Procurement Management). Knowledge gained from failures or successes of the project is vital for the long term sustainability of organizations to compete in the business environment. Managing knowledge effectively in projects will help in addressing issues on redundancy, quality, deliverables, schedule, and cost control. The benefits of knowledge management in projects also extends to strategic advantage (planning), sharing of best practices, promoting innovation, and retaining knowledge of experienced employees without having to pay for that knowledge. Therefore, knowledge management has become an invaluable tool and a fundamental necessity for the success of projects and sustainability and growth of organizations.

Management by Project (MBP): The Future of Project-Focused Work
Garry BookerGarry L. Booker, Project Frontier, LLC
Learn the classic definition of Management by Project (MBP) and how it compares to competing concepts in the marketplace of ideas. Learn a new definition of MBP that focuses on shared purpose, discrete outcomes and discrete actions -- three important elements of getting things done in the Knowledge Age. This presentation challenges conventional wisdom in the field of Project Management (PM). It is funded by the Oklahoma Center for the Advancement of Science and Technology (OCAST).

Track 2A

Knowledge Literacy and Library Instruction
Barbara Miller Helen ClementsBarbara Miller, Associate Professor and Documents Librarian, Oklahoma State University
Helen Clements, Associate Professor and Social Sciences Librarian, Oklahoma State University

Library instruction, centered around the ACRL Information Literacy model in recent years, is beginning to move toward a knowledge literacy approach. To function as citizen of the future, 21st century students will have to integrate constantly changing information from multiple sources into their personal and business activities. To prepare them for this transition, librarians will need to move instruction away from the traditional research paper focus with its book-article-Web information cycle, .and towards the knowledge literacy cycle of locating new information, combining it with tacit knowledge, and sharing this knowledge with others in a fluid environment. The internet is the key tool of knowledge literacy instruction, because it facilitates the transfer of knowledge and collaboration, allowing people to interact through channels such as web pages, listservs, blogs, intranets, and wikis. The format in which knowledge exists now becomes secondary to content, and the structure, relative value, and bias of web information becomes the focus. While in the business environment tacit knowledge is often information held by employees, in the academic environment it is the student’s own personal knowledge, perhaps derived from a knowledge cycle of information exchange on the web, which is added to a group project in a cooperative learning classroom situation. In addition, the librarian/instructor adds to the class his or her own tacit knowledge of how the web is structured, and of how to find quality information on the web In addition, knowledge literacy instruction must take into account the social structures and functions of the group in which information is created and shared in the college environment.
Librarians must take these developing channels of information access and apply them to teach students how to find quality information, to distinguish bias, to determine effective search vocabulary, and to understand time sequence in a wired world where everything is NOW. They must teach students to learn in an atmosphere of cooperative learning, where they share ideas from different sources and learn from different types of reliable web resources to arrive at new knowledge for their group.
The presenters will show some examples of using government information on the web to teach web structure as well as concepts of bias, primary and secondary sources and quality of information. They will also give examples of cooperative learning exercises, where students learn how to share information on the same topic from various sources, mirroring information exchange with groups on the web.

Lean Front Office: Streamlining the Field to Factory Process!
Dan SimerlinkDan Simerlink, Cincom Systems, Inc.
Mass customization -- a means of creating customized products with production costs and prices similar to mass-produced products -- may be the savior of American manufacturing. However, relatively few companies can currently implement mass-customization processes because of unscalable hurdles inherent in their organizations. These hurdles can largely be described as a lack of knowledge management.

Discovering Knowledge Through Data and Text Mining
Dursun DelenDursun Delen, Oklahoma State University
Data mining (a.k.a. knowledge discovery) is the process of extracting interesting (non-trivial, implicit, previously unknown and potentially useful) patterns (i.e., information or knowledge) from large amount of data. Using a variety of statistical and machine learning techniques, data mining can yield exciting results for almost every business that collects data on its operations, customers, markets, products or processes. By discovering hidden patterns and relationships in the data, data mining enables users to extract greater value from their data than simple query and analysis approaches. If the data is a collection of unstructured documents then the knowledge discovery process is called text mining. This presentation aims to provide the audience with a general understanding of what data mining and text mining is; the capabilities and limitations of both; while using a less-technical example-driven style.

Track 2B

Applications for Preservation and Production in our Digital World
Gavin Manes Gavin W. Manes, Ph.D, Digital Forensics Professionals, Inc., University of Tulsa
This presentation is an overview of the preservation and production requirements for electronically stored information. Specifically, this presentation discusses laws, rules and regulations which apply to all companies and agencies, and how these companies can apply state of the art digital forensics processes to preserve, redact, and produce electronically stored information.
This presentation covers several topics including: location of digital evidence, acquisition and examination of the electronic information, existing uses for digital evidence, and the development of proper plans and procedures for preservation and production of all digital information.
It is important to make all professionals aware of the possibilities for evidence acquisition available through digital forensics and electronic discovery. In particular all professionals should know how these tools can be used as allowed by the Freedom of Information Act, current case law, and the 2006 Amendments to the Federal Rules of Civil Procedure.

Applied Home-Based Employment: A case study of specialty physicians and supporting staff providing superior patient care in a telemedicine/remote work environment
Alex WeeksAlex Weeks (Jetrad)
With a pronounced shortage of physicians in the Radiology specialty, rural communities in the U.S. have found it difficult to recruit qualified Radiologists to their communities. Nonetheless, Medicare has made radiological coverage a requirement for Medicare reimbursement placing rural hospitals in a difficult situation. Therefore, they must find a Radiologist or close their doors. Jetrad not only solves this problem for rural hospitals, but has created a smooth efficient process to keep these hospitals in compliance. Jetrad provides Radiologists utilizing IP‐based voice and data communications, as well as providing efficiency and productivity metrics to management. In short, Jetrad has effectively employed telemedicine and the remote work environment using information systems to monitor the flow of medical procedures to ensure quality patient care. Mr. Weeks will detail the systems Jetrad has developed and deployed to create a proficient remote work environment, and how the company has applied these systems to provide superior patient care in rural hospitals.

Knowledge Management Issues in National Animal Identification Programs
John Hassell
John Hassell, ZigBeef LLC
In previous years, outbreaks of animal disease such as BSE (mad cow) and hoof-and-mouth disease have caused many nations to implement sweeping and comprehensive programs to track individual animals meant for human consumption. Some of these programs use huge data banks of records that store the individual animals' ID numbers, ownership, and movement through the food chain. Central and recurring issues in animal identification have been data ownership, disease control effectiveness, and privacy. This presentation will review the knowledge management problems surrounding animal ID at the national level, what the US and other nations have proposed, technology and implementation problems involved with animal ID, and a summary of various solutions that have been offered.

Thursday, October 4

Opening Session

The Illusion of Project Metrics—A Decision Maker’s Mirage Or The David Copperfield Effect
Lee Lambert Lee R. Lambert, Founder of PMP
In today’s world of project management it seems we often spend more time creating the illusion of having project metrics than we do actually using metrics to significantly increase the potential contributions to the challenging project decision making process.
This presentation will eliminate the “fog” factor for meaningful, value added project metrics and will provide a clear and concise look at several key metrics options that “could” make a significant contribution in the world of project management and for the professionals who have been charged with the responsibility of “decision support” AND project delivery. You will learn the truth about the statement; “It’s Project Metrics, Not Brain Surgery!”
Let Lee R. Lambert, A Founder of the PMP, take you on a journey into the real world of project metrics. His hard-hitting topic coverage and refreshing delivery style will make the trip an enjoyable one. You will be amazed at how much metrics based knowledge you will gain from this experience. You will return to the workplace with a new perspective and enthusiasm about metrics and all that they can do for you, your project and your organization.

Keeping the Culture
Kim Owen, Vice President of Human Resources (QuikTrip)

Track 3A

Social Capital Theory as Competitive Advantage
Sandra SjobergSandra D. Sjoberg, Lecturer (Mount St. Mary's University), PhD Candidate (Walden University)
Social capital theory is not a new topic. The theory has much research and literature grounded in its application to public policy and civil society. However, social capital theory can be applied to business organizations by using the theory as a framework to understand the knowledge transfer process between individuals and among larger networks of teams, departments, functions, organizations, and associations. The ultimate goal of social capital theory within a business system is to create organizational knowledge that can be transformed into actions with the ability to create a competitive advantage. This paper examines the role of social capital theory and its application in organizational knowledge from the evolution of human capital as the building block of organizational know-how to the development of social capital that is needed for knowledge integration and learning that occurs both formally and informally within the organization. Finally, the measurement of social capital within an organization can be evaluated through the use of the balanced scorecard by integrating both the tangible and intangible assets of an organization. This comprehensive measurement tool integrates both the relatedness (sociology) and value (economics) of the results of an organization supporting the hypothesis that companies with greater social capital can achieve and sustain greater competitive results.

Project Management Certification Criterion as a Predictor of Hiring Success
Deborah StevensonErnst BekkeringDeborah Stevenson, Northeastern State University
Ernst Bekkering, Northeastern State University
This research seeks to investigate the relationship between project management certification and established hiring criterion in the IT industry. Through escalation of project budgets, shortening of project deadlines and the overall rush to market mindset, project success rates have become a critical benchmark by which project managers define their careers. As companies seek to minimize the risk of costly project failure, many IT managers are turning to professional project management certification as a hiring criterion for employment. It is unclear, however, if the presence of this criterion outweighs all others in the hiring process, compensating for other attribute deficits.
This two-phased study will seek to prove the hypothesis that project management certification significantly affects the hiring rate of IT project managers. The first phase of this study will identify the most popular project management hiring criteria, as collected from a diverse sample of IT technical recruiters nationwide. The second phase of this research will seek to determine a causative relationship between project management certification and rate of hire, as well as the significance of this criterion in the presence of other low level attributes. Results will be discussed at the conference.

Applying Emotional Intelligence to Teams and Projects
Martha I. Zapata de Roblyer Martha I. Zapata de Roblyer, YWCA
Knowledge sharing activities are a product of social interaction where individuals use interpersonal communication to exchange thoughts, ideas, opinions, and beliefs. Effective interpersonal communication is essential for the collection, donation, integration, and generation of new knowledge. In the communication process, individuals grapple with complex cognitive and emotional issues such as mental models and emotional competence. Thus far, there is an absence of studies on the combined effect of these factors on interpersonal communication and knowledge sharing. In this presentation, we discuss the intricate relationship that exists between emotional intelligence, mental models, and interpersonal communication and its impact on knowledge sharing activities within teams. A framework that uses emotional intelligence as a moderating factor to increase an awareness of mental models and enhance interpersonal communication and knowledge sharing is proposed and discussed.

Track 3B

Knowledge Management in a Professional Services Organization: Managing Intellectual Assets during the Consulting Project Life Cycle
Mark Reinsager Mark Reinsager, Sterling Commerce, Inc.  
Intellectual property is what differentiates professional services firms from their competition. How service leaders manage this knowledge directly affects the profitability of their business. After all, knowledge management in a professional services organization is all about managing intellectual assets. Collecting, reusing, and productizing these assets across the organization is critical for a service firm’s long term success. In fact, productizing assets into services is often considered the holy grail of a services firm. Once productized, the risk in delivering these services is considerably lowered, leading to delivery of consistent, repeatable, and higher quality services to their clients.
This paper will highlight the importance of managing intellectual assets for information technology services organizations. It will identify where intellectual assets should be collected for review during a consulting project’s life cycle, and once collected, where project teams should look at reusing them in future engagements.
Best practices will be recommended to incorporate solid knowledge management processes to assist in leveraging these intellectual assets.

Fort “NOx” – Results of a Knowledge Management Effort at John Zink Co. LLC
Joseph Colannino Joseph Colannino, John Zink Co, LLC 
John Zink Co. has developed a state-of-the-art quote-to-order system dubbed Fort NOx. The system collects customer data, performs burner selection and design, produces drawing document files, and assembles the quotation – all at the point of inquiry. Previously, the specification, design, and quotation of engineered to order products required two weeks to complete. Fort NOx allows these complex and interrelated tasks to be completed in less than an hour and with greater rigor. The system is now being expanded to encompass more products. The paper overviews the Fort NOx program, describes the overall development process, and shows how the company overcame some of its challenges to achieve its goals.

Project Management Graphics: An Experimental Comparison
Nicholas RomanoNicholas C. Romano, Jr., Oklahoma State University
We will present the theoretical and practical foundations for area graphics and present the results of an experimental comparison of area graphics with traditional line charts. We will present both performance and non-performance measures that compare the two data presentations. The results have implications for researchers and practitioners alike. We will also describe future research plans to test area graphics and a collaborative project management environment in a field study.

Track 4A

Semantic Limitations of the Semantic Web: What Does Semantics in “Semantic Web” Mean?
Guillermo OyarceProf. Guillermo Oyarce (University of North Texas)
Web Services (WS) and Web 2.0 refer to HTTP-based sister technologies and infrastructure that provide user-to-user interactions and social virtual environments. Currently, they are pervasive tools in business activities. The Semantic Web (http://www.w3.org/DesignIssues/Generic.html), first advanced by Tim Berners-Lee is the conglomerate of software, policies and languages that support all of these technologies.
Web 2.0 presents a good opportunity to facilitate KM strategies and enterprise-wide goals and objectives. Knowledge Management (KM) practitioners, academics and researchers have had some success using wikis and blogs, which are widely disseminated. However, there are other technologies that provide equally rich user-level interactions (skype.com), content-sharing (youtube.com, myspace.com) and virtual-worlds technologies (secondlife.com).
Web Services are the type of software that connects separate applications and data sources in distributed systems. For example, in a network with different search applications of bibliographic databases or electronic document collections, a WS would allow individual users to enter a query that will be distributed across all the systems. The retrieved results will be processed for the user. The WS would seamlessly translate the original query to the particular language of each known system, collect and interpret the results, and give the user an appropriate output. A more complex case would be when not all users have the same access all databases. User authentication would need information on users and their levels of access. This functionality could be a separate WS or simply added to the original service.
Implicit in WS is the requirement that machine-level interactions must have a certain degree of commonality, which comes from the languages, policies and standards. Clearly, such machine-to-machine interaction requires a tight control of the vocabulary and its uses. This article adheres to the notion that the word semantics in Semantic Web refers to machine-level, not to the human-level semantics and interactions. The machine-level semantic layer is critical for machine-level interactions but useless, for the most part, to end-user tasks.
These topics, Semantic Web, development of Web Services and Web 2.0, are all relevant to KM. The main audience of this paper is people new to machine-level terminologies, particularly with respect to the subtle differences in meaning of the word semantic in Semantic Web. Semantic Web refers to the association between content and concept of web resources and it occurs at machine-level. In spite of this, the Semantic Web is still thought of as an indication of semantics at the human language level. In this vein, the author surveys the landscape of languages that facilitate automatic interaction of the different machine-level actors and examines the issues related to the limitations of the Semantic Web.

Going Home: The Evolution of the Management of Work Leading to the Return of Home-Based Employment by Creating an Environment of Trust via Workforce Performance Management Systems
Kenneth JonesKenneth E. Jones, Northeastern State University-Broken Arrow
Since 1975, the advance of home-based or remote work has been predicted and encouraged (Nilles). Remote work entails the ability of workers to function as productively from distant locations as those workers in face-to-face office environments: e.g. secondary offices, co-workplace offices, mobile workstations, and home. This study will look at the literature concerning home-based employment where early estimates suggested 30-50% of Americans would be working by the beginning of the 21st Century (Toffler, 1980). Recently, surveys of top executives, though positive in outlook, would lead one to predict just over 13% of the population to be involved in remote work practices of any kind (Daniels, Lamond and Standen, 2001). This study will note the historical evolution of work and managing the processes of work as it started at home and returns. The positive and negative forces, contained in the literature, that drive or diminish home-based/remote work will be examined. The corporate and individual elements will be relayed. The emphasis of this work will be on what many researchers feel is the key unresolved element restricting home-based work—trust. To be exact, management and employees do not trust each other to perform their roles effectively when a home-based work environment is utilized. The process contained in this document will attempt to offer technological solutions as a means of resolving trust and/or assist in the determination of true underlying management dilemmas that hold back home-based work. A proposal for a research approach to determine if automated feedback and control systems can encourage trust and/or the willingness to engage in remote work is offered in detail.

Integrating Information Life Cycles
Betsy Van Der Veer MartensBetsy Van der Veer Martens, University of Oklahoma, School of Library and Information Studies
Stakeholders both inside and outside an organization often have competing as well as complementary acquisition and disposition requirements for information assets over time. This presentation explores an integrated view of information life cycles from the various perspectives of strategic intelligence, knowledge management, project management, contract management, data management, records management, security management, and archival management.

Track 4B

Intellectual Capital Best Practices: All I Need to Know About I Learned in Kindergarten
Diane HayesDiane Hayes, Ph.D, PMP, St. John Health System
Intellectual capital – the intangible assets of skill, experience, productivity, information, knowledge, infrastructure, and relationships – can be used to provide a source of competitive advantage. Set in the spirited context of what we learned in kindergarten, we will move beyond the attention traditionally given to project schedule, budget and quality. This presentation will connect the concepts of intellectual capital management with project management practices and techniques. You will take away recommendations, best practices and lessons learned that can be immediately put into practice.

Enviance Implementation of the Compliance Management System (CMS)
Laura HardyLaura Hardy, Magellan Midstream Partners
The purpose of this project is to integrate multiple compliance management systems into one source. Historically, companies used different systems that overtime become outdated and hard to support systems. The need to maintain compliance with all local, state and federal regulatory agencies through a comprehensive compliance management tool was the main motive behind embarking on this project. Some of the systems that was managed seperately and now targeted for integrationinlcude the Maintenance Management System (Access database) usedto track maintenance requirements, the Licensed Environmental Information Management System being used to track environmental compliance requirements, the Action Item Tracking System used by track Action Items (usually associated with Incident Investigations, inspections, etc.), and The Training Learning Management System currently used to house training documentation for Company employees (externally hosted product). In addition the company chose to add the requirements the internal System Integrity Plan (SIP) into the solution. In this presentation, we will focus on the complex issues associated with various system integration and discuss the knowledge process associated with developing operational and functional compliance management system.

Process and Knowledge Management at Williams Exploration and Production
Sondra HoltSondra Holt (Williams)
Knowledge management (KM) is the intentional design of processes, behaviors, and tools that connect people to people and people to information to consistently provide the right information to the right people at the right time in the right context in order to achieve individual and organizational goals and objectives. This presentation will describe how the natural gas production unit of Williams is using project management and knowledge management techniques as they focus on business improvement and achievement of business goals.

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